BOOK LAUNCH 22 MAY 2014

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CUSTOMER CENTRICITY

INNOVATION

PERFORMANCE

“FOLLOW THE USER, AND ALL ELSE WILL FOLLOW.” GOOGLE

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IF WE DON’T CONSTANTLY INNOVATE, WE DO NOT DESERVE TO SURVIVE

JACQUES HOROWITZ – CHATEAUFORM

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IN A WORLD OF RAPID DISRUPTION, COMPANIES NO LONGER MUST--OR CAN--OWN ALL THE SKILLS REQUIRED TO THRIVE.

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Lab of new ideas

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1st LENS

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CURRENT CUSTOMERS

70 PERCENT OF THE VALUE THE COMPANY HAS CREATED FOR CUSTOMERS IS FROM DAILY INCREMENTAL INNOVATION

JEFF BEZOS

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THE GOAL

BE AN EXPERT IN YOUR CUSTOMER

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MAKE YOUR CUSTOMERS MORE THAN

PASSIVE OBSERVERS

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2nd LENS

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CUSTOMER’S GOALS

“CUSTOMERS WERE NOT BUYING FILM, THEY WEREBUYING THE ABILITY TO MAKE MEMORIES”

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The customer rarely buys whatthe seller thinks he’s selling

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PATIENTS LIKE ME

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ARE YOU STOPPING YOURSELF?

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“...The skills-forward approach says, “We are really good at X. What else can we

do with X?” That’s a useful and rewarding business approach. However, if used

exclusively, the company employing it will never be driven to develop fresh

skills. Eventually the existing skills will become outmoded. Working

backwards from customer needs often demands that we acquire new

competencies and exercise new muscles, never mind how

uncomfortable and awkward-feeling those first steps might be...”

Jeffrey P. Bezos

Founder and CEO

April 2009, Letter to Shareholders

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3rd LENS

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“THE BIGGEST THREATS ARE THE ONES YOU DON’T SEE COMING”

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“Precisely because firms listened to their

customers…, they lost their positions of

leadership”

C. Christensen

BEWARE OF THE CUSTOMER TRAP

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WHERE IS WALLY?

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When spring comes…Snow melts first at the edges

“SOME OF US LIVE IN THE FUTURE TODAY, AND SOME OF US WILL STILL LIVE IN THE PAST TOMORROW”

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IS THIS WHAT YOUR GROWTH CURVE LOOKS LIKE?

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SMALL IDEAS

WITH BIG IMPACT

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HOW WILL YOU BEAT THE ODDS?

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The best way to predict the future is to participate in it

“DREAM YOUR WORST NIGHTMARE”

“THEN INVEST IN IT”

ROSABETH MOSS KANTER, WSJ, NOV 2013

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IS THE FUTURE BLURRY? OR BRIGHT?

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Should we offer wifi on the plane?

Will new meeting technology replace business travel?

How can we improve the entire travel experience for customers, from the moment they book a ticket, to the moment they step and until they arrive at their destination?

AIRLINE

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Should we offer chat customer assistance?

How will mobile payments affect banking?

How can we create financial happiness?

BANK

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Should we add shoes to the collection?

How to avoid the showrooming effect?

Can a style typology help customers find the right product for them?

CLOTHING RETAILER

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How can we make our invoices clearer?

Will private grids and energy-storage solutions bypass the traditional electricity grid?

Should we add telecom services in an integrated solution?

ELECTRICITY GRID

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LASERLIKE FOCUS

BLURRY IMAGE

PANORAMIC VIEW

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TYPE OF INNOVATION

INCREMENTAL

BUSINESS MODEL

SOLUTION

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UNCERTAINTY

LOW

HIGH

MEDIUM

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TIME HORIZON

SHORT TERM

LONG TERM

MIDTERM

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KEY COLLABORATOR

CUSTOMERS & EMPLOYEES

ECOSYSTEM

CUSTOMERS & SUPPLIERS

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STRENGTH TO NURTURE

CULTURE

AGILITY

INTEGRATION SKILLS

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“Companies rarely die from moving too fast,

and they frequently die from moving too slowly.”

Reed Hastings

CEO Netflix, 2011

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THANK YOU!

Prof. dr. ir. Marion Debruyne

Associate Professor & Partner

Vlerick Business School

Marion.debruyne@vlerick.com

MarionDebruyne